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A collection of Supply Chain Optimization and Integrated Business Planning white papers written by Oliver Wight Principals.
All around the world we are noticing a worrying trend: people being sold Integrated Business Planning (IBP) when what is delivered is simply traditional S&OP under a different name. This white paper explains how IBP is so much more than just a supply chain process. IBP doesn’t just facilitate business improvement, it helps create transformation. Here are some guidelines to help make sure you get the most out of your IBP process and know what to ask for.
What is your decision style…and your management team’s approach to decision making?
This white paper will challenge you to rethink how decisions are made in your company. It presents:
• The characteristics of a precisely wrong decision-making methodology
• What a roughly right decision-making methodology looks like
• Case examples of both types of decision-making approaches
Which is best? Roughly right or precisely wrong? You decide.
A new white paper from Oliver Wight Americas tells how a mature Integrated Business Planning (IBP) process stimulates the Finance organization to evolve as well.
Read this white paper to learn:
· Why the Finance organization is increasingly valued for its analysis of the optimal ways to deploy strategy.
· How the Finance organization evaluates options for dealing with the uncertainty of forward-looking plans.
· How the management team uses this input to compare scenarios to the base plan – and develop contingency plans as needed.
This new white paper, based on the authors’ experiences, is written through the perspective of chief financial officers (CFO). It explains how – and why – Integrated Business Planning (IBP) transforms the role of the CFO.
The authors describe how a transition from finance custodian to trusted advisor occurs, including the skill sets that are developed and the enabling behaviors. They also explain the role of functional copilot in the IBP process.
“The nature of an IBP process requires being approximately right rather than precisely wrong. It also requires focus well beyond the current quarter’s results,” the authors state. “These are big mental hurdles to overcome for people trained to be detailed, exacting, and fact based.”
The authors present a case study that demonstrates, through the CFO’s eyes, the role of the finance team in the IBP process. The case study also describes the role of the finance team in creating scenarios for refining and validating the annual plan.
This white paper details Robert Hirschey’s experience in using aggregate planning to keep executives “out of the weeds” and focused on the “big picture.” Hirschey has worked as an executive at both the operating and strategic levels.
When the executive mindset and skills for aggregate planning are lacking, company leaders experience detail dysfunction. They lose sight of the “big picture.”
Hirschey describes how to use multiple-level planning to combat detail dysfunction. He explains the fundamentals of aggregate planning and the role of Integrated Business Planning in performing aggregate planning.
Multiple-level planning helps to ensure the right people make decisions at the right level. Ultimately the decisions made at the strategic and tactical levels should drive what is made and sold at the execution level.
“Execution should not drive strategy and tactics. Strategy and tactics should drive execution, but all three need to be tied together,” Hirschey writes.
New white paper explains how middle market companies are developing financial discipline and managing and sustaining the right growth. It’s a proven process that is not reserved for only big companies. Oliver Wight’s Eric Deutsch and Aditya Sobti share insights on how to get started.
Written by Oliver Wight Partner Mike Reed, this white paper addresses the role of finance in Integrated Business Planning (IBP). Reed discusses the structure and approach that finance plays through the different IBP processes, in order to reach success and drive better results across all areas of the business.
Can a modern Integrated Business Planning process actually engage with the Millennial workforce? Well beyond S&OP, a Class A modern IBP process can guide an organization into a behaviorally led successful arena. In this white paper, Leon Dixon discusses the Integrated Business Planning process and how it can close the gap between internal communication and technology disconnect in today’s modern workforce.
If your S&OP or IBP process is not delivering the results you expected, read this white paper. The authors explain typical problems and how to resolve them.
Any company struggling to manage trade spend will find this white paper useful. It provides a case example of a company that optimized trade spend investment using Demand Management and Integrated Business Planning processes. Business growth increased significantly while trade spend investment overall was reduced.
Retailers that wish to not just survive, but flourish, must think carefully about how to adapt offerings to suit the market not just now, but in 5, 10, 15 years time. Integrated Business Planning, with its power to plan the business over a 24-36 month rolling horizon, is a retailer's most potent weapon.
This white paper tackles the tough questions retail executives are asking: How to reduce inventory while offering a broader product range to customers; how to reduce store sizes while encouraging in-store visits; and what impact these changes will have on demand plans, supply chain fulfillment, and ultimately financial goals.
Oliver Wight’s new white paper, How Good Is Your Sales and Operations Planning/Integrated Business Planning Process?, by James Correll and George Palmatier, contends that the magic to successful S&OP/IBP is that regular, routine realignment and synchronization of all functional plans brings simultaneous improvement in those functional areas and that many organizations are not getting the available bottom-line results from the process. The authors present a 10-question survey that enables assessing the quality of a company’s S&OP/IBP process. Each question is scored on a scale from 0 to 5, and readers can tally their own score to judge the health of their S&OP/IBP process. The point system is based on the authors’ more than 35 years of experience, as well as the results of numerous independent surveys. Correll and Palmatier explain the point ranges and the organizational impact at each level.
Integrated Business Planning (Advanced S&OP): An Executive Level Synopsis
The integrated management process known as Sales and Operations Planning (S&OP) has evolved over three decades. In recent years it has taken a major evolutionary step for many companies that have realized the need for, and the benefits of, operating with one integrated management process. Integrated Business Planning is the name many companies are using to describe a strategic management process integrating all the functional elements of the business, picking up where traditional S&OP leaves off. This paper discusses the integrated management process known as Sales and Operations Planning and its more mature version, Integrated Business Planning. It is written to give management and leadership a quick synopsis of this integrated strategic management process.
Oliver Wight has released a new white paper which discusses how to manage volatility in developing markets to deliver strategic success.
The Sales and Operations Planning / Integrated Business Planning processes consists of a series of steps, the Management Business Review being one of them. In this white paper, Colleen and George review the typical agenda for a management business review, questions that should be asked, and the role of the general manager or president.
Oliver Wight’s new white paper, Avoiding Atrophy in Your Planning Process, by Dennis A. Daniel, defines Integrated Business Planning and Integrated Planning and Control, and outlines the causes of a decline in the business planning processes that can lead to atrophy. The author presents a variety of scenarios that lead to planning process degradation including the reassignment of key players, a failure to replace critical resources, and a weakening of data integrity. The paper includes examples of atrophied processes, solutions for avoiding atrophy, examples of best practices, and diagnosis strategies.
Marketing’s Role in the Integrated Business Planning Process
This white paper underscores why the marketing group is a critical stakeholder within Integrated Business Planning and how marketing impacts product management and business development. Discussion includes three key areas where marketing contributes to the Integrated Business Planning process: brand spending and awareness; program spending vs. predicted; and competitive analysis.
Why Annual Planning Should be a Significant Non-Event
Tapping the power of Integrated Business Planning
Companies wedded to traditional annual planning and budgeting processes face significant risk of “losing” in the increasingly dynamic global marketplace. This white paper describes the pitfalls of the traditional annual planning process and offers a solution, with demonstrated results, on how to make the annual planning process a significant non-event.
The Role of the Coordinators in Integrated Business Planning (IBP)
This white paper explains the role of the coordinators for each step of the Integrated Business Planning (IBP) and Sales and Operations Planning (S&OP) processes. The article is based on the author's experience as the S&OP coordinator and project manager for a multi-national specialty chemical and biotech firm.
Many companies that have embarked on an Integrated Business Planning implementation still find senior managers being dragged into short-term tactical issues and problem solving. Despite putting considerable effort and energy into executing their plans, many still struggle with poor customer service, high costs, high inventories, and frustrated employees. Whilst Integrated Business Planning is highly effective in aiding planning over a four to 24- or 36-month horizon right down to EBIT projections, it was never designed to control the execution of those plans within the one-to three-month tactical horizon. This is the role of Integrated Tactical Planning. Unless plans are properly managed and coordinated during this time period, execution is problematic. Constant last minute changes and “firefighting”, poor service, high costs, and employee frustration, plague the business.
The benefits of Sales and Operations Planning, and its evolved, more sophisticated form, Integrated Business Planning, have long been demonstrated, but a number of more “traditional” manufacturing & distribution based organisations are struggling to successfully deploy S&OP and IBP.
There is a growing number of avant garde deployments in non-manufacturing environments that are yielding significant benefits. These non-manufacturing organisations are in a fortunate position; they can learn from the experience of peers in the manufacturing sector, and avoid the pitfalls, thus reducing the time to benefit.
In turn, manufacturing companies can look to the implementation in non-manufacturing industries for lessons in taking their IBP process to the next step. This white paper examines the practises that will aid sustainable improvement in any business, in any industry.
Integrated Business Planning (IBP), or next-generation Sales and Operations Planning (S&OP) is a common-sense process designed for effective decision making. It allows senior management to plan and manage the entire organisation over a 24-month horizon or more, aligning strategic and tactical plans each month, and allocating the critical resources – people, equipment, inventory, materials, time, and money – to satisfy customers in the most profitable way.
But how do you decide where the process should focus? One key technique is ABC analysis, which divides items (inventory, customers, suppliers, and many other areas), into three separate categories, based upon importance, from the high-value A items to the marginal C items. This white paper examines ABC analysis and the benefits of categorisation to yield further benefits for your business from an IBP process.
How to Leverage Longer Planning Horizons in Integrated Business Planning (Advanced S&OP)
In a global economy with increasing volatility and uncertainty, implementing the right planning horizon is critical. This white paper explains how Integrated Business Planning (IBP) with a rolling planning horizon of 24 months or longer provides early visibility of gaps between the annual bottom-up plan and the top-down strategic goals – vital data that empowers the leadership team to take timely action to close the gaps.
The purpose of this white paper is to introduce and describe the steps necessary to start on the journey to Sustainable High Performance and Profitability and how to do it in a holistic manner.
Companies have been improving business performance for almost three decades through Sales & Operations Planning (S&OP), but not all have evolved from fundamental demand and supply balancing. Doing so drives even greater operational and financial gains. Read this new white paper, Transitioning from Sales and Operations Planning to Integrated Business Planning, to discover where your company is on the maturity of S&OP and the real benefits of transitioning from S&OP to Integrated Business Planning.
Leading companies continue their migration towards best practices and emerging technologies as they strengthen their supply chain, both within their own corporation and externally with their trading partners. This paper describes how two leading industry supply chain best practices are being linked together to leverage what each does best -- collaboration. This paper describes the vision, process and value of linking CPFR® and Integrated Business Planning.
Integrated Business Planning (Advanced S&OP) Class A Behaviors in a Matrix Environment: You Have a Plan Until You Change It. Who Decides?
This white paper focuses on the principles and behaviors required to successfully operate Integrated Business Planning (Advanced S&OP), in a matrix environment. Three principles are highlighted, and the six behaviors needed to support those principles are explained.
FastTrack implementation methodology requires behavior change which can be achieved through a better understanding of Integrated Business Planning. Read about elements of a successful implementation in this article by David Goddard.
This white paper, The Day Exuberance Trumped a Proven Process; Use the Integrated Business Planning Process to Evaluate and Manage Risk and Opportunity, is about ensuring that Integrated Business Planning is adding value to the business. It is about recognizing the importance of a formal IBP process and the role that forecasting and demand management play in realizing the business benefits of that process.
Finance’s Role in Integrated Business Planning / Sales and Operations Planning
In this article, Rob Tearnan and Bob Hirschey discuss the critical role of Finance and Treasury in the Integrated Business Planning/Sales and Operations Planning process. Specifically, the authors highlight the opportunity for the financial community to assist leaders in dealing with the uncertainty inherent in the IBP process. Published in AFP Exchange November 2010.
The Need to Lead: Sales & Operations Planning (S&OP) is key to integrated business management, says George E. Palmatier, but responsible leadership is essential for success.
O impacto do S&OP na gestão integrada do negócio
Descubra o quanto esse processo é relevante e o quanto ele pode fazer pela gestão integrada do negócio, como implementá-lo, as dificuldades e os benefícios que se pode obter.
Após 15 meses de trabalho intenso de diversas equipes de UA, Henkel garante certificação Oliver Wight
In the October, 2007, issue of Business Excellence Magazine, John Schorr continues in his series of six articles on Integrated Business Management with The Supply Review.
Integrated Business Management means managing all of the business resources via the Sales & Operations Planning process. Part five of John Schorr's series of six articles in Business Excellence Magazine, reaches the Integrated Reconciliation Review.
In the September, 2007, issue of Business Excellence Magazine, John Schorr continues his series of six articles on Integrated Business Management with The Demand Review.
In the second of a series of six articles on Integrated Business Management, John Schorr explains the importance of including product development in the Sales & Operations Planning process.
In the first of a new series of articles on Integrated Business Management, published in Business Excellence Magazine, John Schorr argues that S&OP is much more than a tactical logistics and supply chain process; it’s a way of managing the business as a whole.
This new white paper presents three case examples of using scenario planning to aid in executive decision making. Each case illustrates how the scenarios gave business leaders the information they needed to confidently make decisions. The scenarios helped the executive teams to agree upon the decisions and the expected outcomes of those decisions. Each case example also provides details on the outcomes and financial benefits realized from the decisions.
Author Timm Reiher makes key points about scenario planning after each case example. In doing so, he identifies the fundamentals of scenario planning. He also observes how many companies incorporate scenario planning into their Integrated Business Planning processes. “It is a perfect venue, as Integrated Business Planning involves updating plans – and scenarios – every month for executive review,” Reiher states. “The case examples highlight how scenario planning takes away the fear of the unknown. It keeps executives from flying blind when making decisions,” Reiher says.
To ensure companies achieve the greatest value from their IBP process, the Product Management Review must be effectively integrated with the Demand Review. This, in turn, requires a disciplined Product Portfolio and Project Management planning process that includes the creation of a New Product Master Plan. In this new White Paper, Oliver Wight’s Timm Reiher and Jerry Shanahan outline key concepts behind Product Portfolio and Project Management as part of an IBP process.
One of the lessons to come out of the global recession is that effective management and control of the product portfolio is critical to sustained success. Regular innovation is vital for profitable growth. Oliver Wight’s Mike Reed explains how by integrating product management into your business planning process you can ensure you are able to move quickly to exploit new opportunities, and close business gaps.
Part one of a four-part series on product management written by author and Oliver Wight Principal Donald McNaughton, and published in Business Excellence Magazine, focuses on the importance of an integrated product management process and its role in driving improved business performance. This article was published in Business Excellence Magazine in February, 2008.
In part two of this series on product management, Donald McNaughton focuses on the role of portfolio management in managing existing products as well as selecting and managing products for the product portfolio. This article was published in Business Excellence Magazine in March, 2008.
In part three of this series on product management, Donald McNaughton, focuses on how to ensure that the projects in the project portfolio remain on scope, on schedule, and on budget. This article was published in Business Excellence Magazine in April, 2008.
In the final installment of his series on product management, Donald McNaughton reaches the Product Management Review, which provides an update on the status of projects and doubles as step one of the monthly S&OP process.
Establishing an excellent product management process requires integration of five primary process elements: strategy, product management, portfolio management, project management, and resource management. Product management is comprised of a collective set of functions including planning, marketing, and delivery of the product to the market, managed throughout all stages of the product’s lifecycle. This paper will describe the five elements of the product management process required to support an overall Integrated Business Model.
This white paper tells the story of one company that links Demand Management to strategy via its Integrated Business Planning process – and one company that does not. The white paper contrasts the financial performance of the two companies. It also contrasts the culture and quality of work life in the companies. The white paper describes three key areas that require competence in linking demand management to strategy: 1) develop a continuous communication culture, 2) drive decisions to the right level, and 3) tell the story quickly. It also shows how the structure of the Demand Review changes when companies link strategy to Demand Management.
Efficient demand sensing and execution processes take the chaos out of short-term planning. They're levers which ignite actions to real-time signals or responses of customers and, with lightning-fast reactions, companies improve customer service and increase sales revenue. In the past, companies could rely substantially on historical performance when planning promotions or product introductions, but not today!
Demand Control: An Often Missing Link in the Demand Management Process. This white paper defines Demand Control, defines the role of the Demand Controller, outlines the benefits of a good Demand Control process, provides a compelling argument for why a Demand Control process should be in place, provides keys to establishing an effective Demand Control process.
Success in today’s consumer-driven business climate depends on meeting customer demand as efficiently and profitably as possible. Accurate demand planning is vital; not only does it provide the very foundation on which future plans can be made, it allows the business to anticipate changes in demand in plenty of time and respond accordingly.
Statistical forecasting is an essential element in maturing the organization’s demand process, but crucially it needs to be part of a wider integrated approach to demand management, led and managed by those closest to the consumer, and embedded cross-functionally into the organization. This means addressing people and processes first.
Demand Segmentation White Paper Segmentation is not just about responding to the varying needs of consumers today. It’s about anticipating long-term trends, thinking ahead of the game and predicting what customers want even before they do, so there is time to respond and align the firm’s business model – and supply chain – accordingly.
Poor forecasts are often symptoms of poor customer relationships. This paper deals with the role of sales account managers in developing collaborative relationships with key customers. Sales needs to represent the company to the customer and the customer to the company.
Effective demand management is increasingly the fundamental component of modern business planning. These are challenging times - the-ever-changing demands of customers, transient fashion, fast moving technology, increasingly sophisticated in a continuously uncertain market.
In this environment, predicting what the business will look like in two or three years time is more difficult but more important than ever. A robust Integrated Business Planning process is non-negotiable and this stands or falls by the accuracy of the demand plan. Management of the sales pipeline is key, as is identifying opportunities and vulnerabilities and managing the variability around them through to fruition or otherwise.
Ron Ireland discusses the pros and cons of demand planning residing in the supply side of the business and its impact on accuracy. Read why the “Pull” method has become the method of choice over “Push.”
This is an excerpt from the book, Demand Management Best Practices: Process, Principles and Collaboration, published by J. Ross Publishing. Crum and Palmatier write about best practice solutions that will improve overall business performance for supply chain partners and all functions within a company impacted by the demand management process.
This white paper is based on the lessons learned by Oliver Wight consultants in helping companies, large and small, implement demand management processes over the past 20 years. In this paper, Palmatier and Crum share the keys to success. For further reading on this topic, pick up a copy of Coco & George's book: Demand Management Best Practices.
This paper is designed to help demand managers and planners recognize different demand streams and how to treat them, identify, categorize and review project demand, and how to forecast and communicate demand and develop "what if" scenarios and contingency plans.
The first of a new four part series on demand planning makes the case for improving demand planning processes without delay. Written by Susan Storch
The second in this series on demand planning explains how to whip your demand planning process into shape to become your lifeline in the recession. Written by Susan Storch
The third in a four-part series discusses the importance of skilling up your people for demand planning to become a lifeline in the recession. Written by Susan Storch
The final article in this four-part series explains how integration and alignment combine to make demand planning your lifeline in the recession. Written by Susan Storch
Oliver Wight’s new White Paper, Demand Review: Tell the Story, by Colleen “Coco” Crum, advises clients implementing Integrated Business Planning (Advanced S&OP) to understand and adopt a true aggregate planning process and redesign their Demand Review. Crum presents a case study about a company attempting to implement IBP based on a 24-month planning horizon, while really only planning for the next quarter, and she argues that the demand planners simply allowed the statistical forecast to compute the item-level projections but failed to take into account that brand and product plans might change over time.
In this white paper, George stresses the importance of forecasting and why accuracy should be measured. You will find information on how to measure forecasts, what to expect, how to evaluate results, and how to handle inaccuracies. George then leads into a discussion on customer linking and CPFR®.
In the consumer-driven business climate of today, the most successful organisations are those that can meet customer demand, as efficiently and profitably as possible. Even if you are one or more steps removed from the consumer, it is vital their needs and wants run through the bloodline of your entire supply chain.
The authors discuss the complexities of Data Accuracy and the higher expectations in today’s global manufacturing environment. Read about a company who faced this challenge head on. They identified the fact that their old approach was a root cause of significant waste. Today, forecast tools enable aggregate planning and detailed planning capability. With appropriately designed hierarchy levels (master data), you can have your cake and eat it too.
A Bow Wave alone demonstrates that the Supply Team has lost the ability to plan and control their supply chain with realistic expectations. A Hockey Stick phenomenon alone demonstrates an executive team is out of control managing the financial plan of the company within expectations. When both Bow Wave and Hockey Stick occur the outcome can be disastrous for the company and careers. This paper discusses these phenomenons, how to avoid them, and what to do if you encounter both at the same time.
New UK car sales have accelerated to a ten-year high. Fuelled by PPI compensation windfalls, attractive finance deals and shorter buying cycles (due to perceived savings from the efficiency of new cars), the automotive market at last appears to be on the road to recovery following six years of decline. The rest of Europe looks equally promising. Demand is strong and on the increase; IHS Automotive predicts global auto sales will climb to 85 million this year and increase steadily through to 2018 when annual auto sales are forecast to top 100 million.
Creating a Win-Win Scenario through Supplier Scheduling, by Tom Strohl , discusses the creation of valid plans and the application of Supplier Scheduling techniques to improve supplier relationships, provide greater schedule stability, and reduce costs, among other valuable benefits. With contributions from Dennis Groves and Eric Deutsch, Strohl presents a powerful argument for developing a valid supply plan and demonstrates the symptoms of invalid plans. This white paper includes a highly detailed example of a Supplier Schedule and various case examples that outline the benefits of supplier scheduling.
In this detailed article, Jim Matthews emphasizes the importance of determining the root causes of issues in order to develop appropriate solutions. Build trust, develop cross-operational teamwork, and enhance communication to restore customer confidence.
Kanban and Enterprise Resource Planning: The True Understanding of Lean
This white paper debunks the myths that Kanban and Enterprise Resource Planning are mutually exclusive. The authors explain how to use both together to create a demand driven system that is responsive to demand volatility and uncertainty. Read: Kanban and Enterprise Resource Planning: The True Understanding of Lean and learn how to use these two powerful methods together to simultaneously improve customer service and reduce inventory.
Existing practices, newer techniques actively promote collaboration as their core principle.
"We believe, and know from our practical business experiences, that innovating together in a connected supply chain will increase the potential benefits for all supply chain participants." Larry Smith, Senior Vice President, West Marine. George Palmatier, Coco Crum, Ron Ireland, and others explain how to achieve valuable benefits from combining Integrated Business Planning and CPFR. Implement now for quick wins. Satisfy your customer expectations and meet your enterprise's strategic goals.
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Published in November/December 2011 issue of WERCSheet®
Improving Inventory Record Accuracy
Cycle counting maintains and sustains greater inventory record accuracy. “Cycle counting is done continuously and is much less disruptive,” explains Roger Brooks in this article on sustaining greater record accuracy. Learn what successful companies do to assure a high level of accuracy on an ongoing basis.
Article begins on page 8.
Integrated Planning and Control
The Lost Art of Managing the Supply Chain
This white paper addresses the concern that many companies suffer needless erosion of operational and financial performance from neglecting to build organizational competency in Integrated Planning and Control (IPC). The author shares his insights into improving operational performance, customer service, and financial bottom lines by properly applying IPC.
O futuro é claro e já chegou para muitas empresas. Cadeias de abastecimento (SupplyChains) estão sendo estendidas de forma global com múltiplos parceiros, e nenhuma empresa pode esperar sobreviver a este futuro próximo como sendo o “elo mais fraco” (Weakest Link) dessas cadeias de abastecimento. Sendo assim é essencial gerenciar de forma integrada a cadeia de abastecimento (iSCM – integratedSupply Chain Management), evitando sintomas como, por exemplo: perda de credibilidade com os clientes/consumidores; excesso de agilizações para mover os processos; altos custos na cadeia de abastecimento, altos custos logísticos; excesso de horas extras; altos custos nos transportes; elevados montantes em estoques não contribuindo para o aumento do nível de serviço; atrasos em lançamentos de produtos; carência na gestão de portfólio adequado; redução do desempenho financeiro e operacional; surpresas financeiras, entre outros sintomas experimentados nas últimas décadas pelas empresas.
The world-class standard for inventory record accuracy today stands at 99.5 percent--as a minimum. While only a relatively few organizations even can claim they are performing at or above this standard, the harsh reality is that most companies still are struggling with inaccurate inventory records. From a financial perspective alone, it is imperative that inventory records be accurate and timely just to meet the mandates of Sarbanes-Oxley. The goal, however, not only is to improve inventory record accuracy, but also to sustain it and to continuously improve upon it. To start the improvement process, this white paper will describe a six-step program that will enable the reader to achieve greater inventory record accuracy.
Too much inventory or not enough. It’s the eternal struggle at the heart of effective supply chain management, but it’s an equation organisations continually get wrong.
It’s a typical situation; the business doesn’t like the amount of inventory it holds, so an edict is issued to reduce it. Production stops until inventory is cut to an acceptable level, only to find, a few weeks later, customers are unhappy they can’t get hold of the products they want. So production restarts and runs flat out for the next few months to try and recover the supply position. The result? The organisation ends up with more inventory than it started with. However, when it comes to optimizing inventory, the choices go far beyond simply stopping production. Effective supply planning is the answer. By properly analyzing its decisions on service levels, cycle times, utilization of production capacity and safety stock, an organisation can create a list of options to ensure it is always carrying the right amount. Rather than wait for the next brave soul to just stop production until inventory runs dry and let history repeat itself, a paradigm shift is required.
This new white paper details Robert Hirschey’s experience in working with companies to develop education as a strategic advantage. Hirschey has worked as an executive at both the operating and strategic levels.
Author Robert Hirschey details his experience with companies that view education a top priority and investment. In doing so, they turn human capital into an enduring source of competitive advantage.
Hirschey presents an education model, the Oliver Wight Proven Path, which has been used successfully for more than 40 years in business process transformation and improvement. He provides guidance on choosing an optimal blend of public and private courses, coaching, and internal education. The pro’s and con’s of each approach are detailed.
An Executive’s Aid for Strategic Thinking, Development, and Deployment
In this white paper, George Palmatier discusses strategic thinking, development and deployment including techniques for communication, alignment, and continuous evaluation of the strategic planning process.
New ways of thinking result in better planning
Published in Fall 2011 Manufacturing Today
Written by Oliver Wight Principals George Palmatier and Colleen "Coco" Crum,
For nearly three decades, companies have relied on Sales and Operations Planning (S&OP) in their effort to improve business performance. What originally started as basic production planning in the 1970s evolved into S&OP in the 1980s. During that period, companies developed aggregate planning processes to align supply, demand and resources such as capacity and inventory. By the mid-1990s, S&OP further evolved to include product and portfolio management and financial projections.
Read why closing the skills gap in US manufacturing should be at the top of the agenda. The state of manufacturing in the United States has grabbed headlines. Is it dead or not? It has fueled political calculation. What federal and local programs are needed to bring manufacturing – and jobs – back to our shores? Let’s look back in time for a perspective.
The benefits of being agile, flexible and responsive in business today need little explanation. Continual change is vital to adapt to market needs and meet customer demand efficiently and profitably. Change management programs can bring huge gains for an organization. But their failure is a common story. All too often, once change has been implemented and the project team has been reabsorbed back into the business, these benefits gradually slip away. Why? Download our white paper to find out more.
Published in Business Excellence Magazine in July 2008
Author: Jon Minerich
The first article in this series on managing and leading people focuses on the three key areas of the strategy process:
and on the impact of leadership on the successful execution of strategy.
Published in Business Excellence Magazine in August 2008
Author: Jon Minerich
This second article in the managing and leading people series focuses on four key areas of the organizational design process:
• business maturity
• consistent work practices
• HR policies and procedures
It also describes the procedures and practices necessary to successfully design and develop the new organizational structure.
Published in Business Excellence Magazine in September 2008
Author: Jon Minerich
After developing a succinct vision, and designing an organizational structure that supports the vision and enables the implementation of the strategy, CEOs must prepare their organizations for the planned change and lead the transformation.
Published in Business Excellence Magazine in October 2008
Author: Jon Minerich
In part four of his series on managing and leading people, Jon Minerich shows how companies with simple technologies often outperform competitors who have the latest and best technologies. The differentiator, he says, is the skill and ability of the workforce.
Published in Business Excellence Magazine in November 2008
Author: Jon Minerich
In part five of his series on managing and leading people, Jon Minerich, describes how to organize successful teams.
Published in Business Excellence Magazine in December 2008
Author: Jon Minerich
In the final part of his series on managing and leading people, Jon Minerich discusses the importance of performance measurement and, in particular, ensuring that the right things are measured.
A gestão de uma organização tem ao menos três desafios: - a) gerir de forma efetiva e eficiente; b) manter crescimento de forma lucrativa; c) manter competitividade por meio da melhoria e/ou desenvolvimento das competências-chave.
Job Modeling - The Class A Approach to Talent Selection - The success of process improvement initiatives often is compromised when human factor requirements are not addressed and the people selected to lead or staff the new or redesigned process either underperforms or fail. However, the risk of failure caused by a mismatch of people and required capabilities can be mitigated through the use of job modeling tools and technologies. Job modeling systems now available can identify the specific human factors required and assist management to select the ideal person to lead new process implementations and/or to perform a designated task. This white paper describes behavioral measurement technologies, job modeling creation, and how their application can lead to successful change improvement initiatives.
In the first article in a three-part series, published by Business Excellence Magazine, on retail sales and operations planning, authors Ronald Ireland and Mary Adamy explain why retailers are increasingly exploring a model that has long been a staple of manufacturing management.
written by Ronald Ireland and Mary Adamy
The second article in a three-part series on retail sales and operations planning shows how retail S&OP has evolved into a strategic focused, executive-led integrated business planning model.
written by Ronald Ireland and Mary Adamy
The final article in a three-part series on retail sales and operations planning shows the impact of retail S&OP on the retailer and the retailer's suppliers.
written by Ronald Ireland and Mary Adamy
Read an interview with Chairman Dennis Groves as it appeared in the inaugural issue of Achieving Business Excellence, a leading-edge magazine dedicated to bringing you articles on real-life achievements of world-class companies.
In an economic downturn, advancing the business means carefully managing both the income statement and balance sheet to ensure resources are available to service the remaining demand in a way that gives shareholders and stakeholders confidence in the future. Continuing to repair any broken or underperforming processes creates efficiencies for the short term and a foundation for exploiting market opportunities that will arise from competitor attrition and from the opportunities created by the eventual economic or market recovery.
written by Rick Burris
The second article in the four-part series on effective executive management during an economic downturn addresses the process of adjusting resource allocations during a period of reduced demand.
written by Rick Burris
This fourth and final article focuses on the actions that ensure your company can leverage all of your previous positive work to advance the business during the eventual economic recovery.
written by Rick Burris
In an economic downturn, forward-looking executives introduce strategies for survival but also prepare the business to lead during the recovery. Part one of this four-part article series covers avoiding budget traps, strategic planning, and essential executive management processes for preparing the company for the recovery.
written by Rick Burris
Twenty questions you should ask... and the answers you should expect.